There is a pattern to the adoption of a new methodology within an organisation. I have lived through the adoption of a number of new methodologies over the years at various companies, for example: Six Sigma, Total Quality Management, Lean, Capability Maturity Model, and Balanced Scorecard (to name a few).
Like many corporates adopting a new idea I suspect that these four companies are in the honeymoon phase. They are still getting managers used to the ideas, training staff in the new processes. And the critical things for success will be:
- consistency of management support,
- consistency of practice, and
- consistency of internal reward systems.
Without these three kinds of consistency the adoption of the new methodology is a real challenge. Most importantly the internal reward systems – not just remuneration, but also promotion and recognition – need to be recalibrated to support and endorse the new methodology.
To effectively support Agile development (or Agile adoption in any other part of the business) it is necessary to change some of the cherished management tools and practices that date from the days of Taylorism.
Agile means doing something that seems counter-intuitive. It means accepting the uncertainty which is inherent in so many business activities. It also means working with that uncertainty to create change and build value based on the social nature of business and the creative process. It also means that we shift away from long-term highly-structured and well-documented plans and towards smaller chunks of work. Thus certainty is achieved in small focus deliverables and there is an ability to quickly adapt to new business needs and requirements.
At about the same time I saw the news about these four companies I also discovered a wonderful summary of the challenges we often face in adopting agile in an enterprise context in the form of the Manifesto for Half-Arsed Agile Software Development. This sums up the situation facing organisations that want to adopt Agile practices successfully.